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From the Lean Lexicon 5th Edition:

A3:   see A3 Report
A3 Report:   A Toyota-pioneered practice of getting the problem, the analysis, the corrective actions, and the action plan down on a single sheet of large (A3) paper, often with the use of graphics. At Toyota, A3 reports have evolved into a standard method for summarizing problem-solving exercises, status reports, and planning exercises like value-stream mapping.  A3 paper is the international term for paper 297 millimeters wide and 420 millimeters long. The closest U.  S. paper size is the 11-by-17 inch tabloid sheet. More »
A3 Coaching: What Feedback Would You Give?
By: Lean Leaper | May 30, 2017
Columns
You be our coach: what feedback/coaching would you offer on our example A3? We'd like to hear from you! More »
A3 Thinking Roundup
By: Tom Ehrenfeld | August 9, 2016
Columns
Following last week's immensely popular Posts on the origins of A3 thinking, LEI Senior Editor Tom Ehrenfeld compiles a collection of the very best reads on A3 thinking, from the Lean Post and beyond. More »
A3 Template
By: Sobek, Durward | January 16, 2010
A3s; Forms and Templates
Thanks to Associate Professor Durward Sobek, Mechanical and Engineering Dept.  , Montana State Univ.  , for sharing this A3 template and illustration of an improvement cycle for using it. More »
Dueling Methods: 8D and A3
By: David Verble | August 20, 2020
Columns
One of the scores of questions sent in by attendees at our recent webinar on the A3 problem-solving process was what's the difference between it and the 8Ds. Webinar presenter and continuous improvement coach David Verble explains. More »
How the A3 Process Developed to Help Build Better Managers, Part Two
By: John Shook and Isao Yoshino | August 7, 2020
Columns
In this second of two articles, Isao Yoshino and John Shook explore how A3 emerged as powerful practice at Toyota for developing better managers. More »
How the A3 Process Developed to Help Build Better Managers
By: John Shook and Isao Yoshino | August 6, 2020
Columns
One of the hallmarks of a successfully executed A3 process is that it is a collaborative activity--a learning process for everyone involved: for learner and teacher, senpai and kohai, sensei and deshi, say authors Isao Yoshino and John Shook. Here's the first of two articles tracing the development of A3 thinking at Toyota. More »
Why You Should Link Hoshin Kanri with A3 Problem-Solving
By: Mark Reich | July 30, 2020
Columns
With A3 tightly linked to hoshin, an organization will not only solve problems but also will have the opportunity to innovate new ways of operating throughout the business More »
The Real Secret to Success with the A3 Process: It is as Much a Social Process as a Technical Problem-solving One
By: David Verble | July 14, 2020
Columns
Part one of a seven-part series. Learn how the A3 process is about more than problem-solving, along with the other facets of the practice that you should understand. Check back every two weeks for the next article in the series. More »
How to A3: Resources for Developing Structured Problem-Solving and Leadership Skills
By: Tom Ehrenfeld | June 18, 2020
Columns
As LEI prepares its next course on Managing to Learn, here's a popular article rounding up a wealth of resources about practicing A3 Thinking by Tom Ehrenfeld More »
How A3 Presentations Help Us Build Teamwork
By: Nicolas Chartier | October 30, 2019
Columns
CEO Nicolas Chartier shares a huge benefit of regular use of A3 among his team: "You realize as a CEO that you’re more useful as organizing conditions for teamwork than being the one who knows everything and decides everything. Teamwork cannot be done without you, knowledge and decision can be done without you.  " More »
Should A3s be used for solving organizational or technical problems?
By: Michael Ballé | July 15, 2019
Columns; eLetters
Dear Gemba Coach: Should A3s be used for solving organizational or technical problems? More »
Questions and Coaching on A3 Thinking
By: Deborah McGee | June 19, 2019
Columns
In this Q&A, LEI's Deborah McGee shares insights into A3 thinking and problem-solving: "The A3 Management process is really a way of thinking and a method of working with (using) problems as a vehicle for learning. The A3 process leads us to gain alignment across our teams and organization. It is a method through which we can coach and mentor others, leading by example and earning the authority to lead change, even when or if we’re not in a role with positional power.  " More »
When should we do an A3 or use a different problem-solving tool?
By: Michael Ballè | November 12, 2017
Columns; eLetters
Dear Gemba Coach: I would really appreciate your perspective on the following: (1) When should we do an A3 for something vs. when would it be appropriate to just use an idea board? (2) What is the difference between a problem and an idea? More »
When A3s Get Personal
By: Katie Anderson and Chet Marchwinski | September 20, 2017
Columns
Think A3s are just for organizational problems? Think again. Katie Anderson discusses how to adapt A3 thinking to guide our personal development. More »
Back to Basics: Jim Womack on Why You Should Never Create an A3 Alone
By: James P. Womack | August 30, 2017
Columns
In this eletter from 2008, Jim Womack (in honor of the then-recent publication of "Managing to Learn") shares invaluable advice for a problem that too many A3 writers get hung up on. Read more to learn why you should never be a hero and try to write an A3 alone. More »
Developing Better Habits Using A3 Thinking
By: Katie Anderson | April 6, 2017
Columns
Think A3 thinking is only for solving organizational problems? Think again! LEI faculty Katie Anderson shares her secrets for using A3s as a tool for structuring personal-development coaching. More »
Planning Meetings Around A3s
By: Andrew Quibell | January 31, 2017
Columns
"How many times have you sat in a meeting to discuss solving a pressing, urgent or serious problem – and yet a full hour later find that you’ve gotten nowhere?" asks Andrew Quibell. He's been in that situation more times than he cares to remember - but luckily he now shares a clever strategy that gave his meetings a productivity boost. More »
An A3 Antidote to the Opiate Epidemic
By: Ryan Howard | December 15, 2016
Columns
Opiate use in America has been spiking at an alarming rate. Many healthcare organizations, such as the University of Michigan Medical School, are trying to fight the surge in use by controlling how many opioids they prescribe to their patients. Ryan Howard led a project to curb the number of opiate pills released to their community via the Medical School. Read more. More »
How We A3 at Goodyear
By: Tedd Cowling, Norbert Majerus, Rob Schott and Damien Schreurs | October 18, 2016
Columns
Just as lean is situational, A3s are situational too - companies like Goodyear have a variety of types of A3s that they use based on the specific challenge that is being faced. Four Goodyear insiders share more. More »
3 Common Problems in Government that A3 Thinking Can Help Solve
By: Gavin Martin | September 1, 2016
Columns
I’m always surprised at how little the public sector uses A3 thinking to tackle their toughest challenges. It’s the same thing every time – the government often tries to solve symptoms, rather than analyzing root causes and establishing fixes for them. More »
Reflecting to Learn: Takeaways and Reflections on the A3 Process
By: John Shook | August 3, 2016
Columns
In the wake of yesterday's interview with Mr. Isao Yoshino on the roots of the A3 process at Toyota, LEI Chairman and CEO John Shook shares more context about A3s and how they came to be. More »
How the A3 Came to Be Toyota’s Go-To Management Process for Knowledge Work (intro by John Shook)
By: Isao Yoshino | August 2, 2016
Columns
A3 thinking is synonymous with Toyota. Yet many often wonder how exactly this happened. Even if we know A3 thinking was created at Toyota, how did it become so firmly entrenched in the organization’s culture? Retired Toyota leader Mr. Isao Yoshino spearheaded a special program that made A3s Toyota’s foremost means of problem-solving. Read more. More »
What do you think about a new boss who wants us to use A3s to solve problems rigorously?
By: Ballé, Michael | April 25, 2016
Columns; eLetters
Dear Gemba Coach: My new boss wants us to use A3s to “teach us how to solve problems rigorously” – her words. I find the process cumbersome, it goes against everything I know about creative problem solving and, personally, I resent the idea that my boss wants to teach me how to think. What’s your take on this? More »
To A3 or Not to A3
By: Norbert Majerus | February 9, 2016
Columns
"Not every tool is a hammer, and not every problem is a nail," writes Norbert Majerus of The Goodyear Tire and Rubber Company. "Not every situation warrants the use of an A3.  " Read more to learn Norbert's preferred approach to gauging whether or not an A3 will help in a given situation. More »
Using A3 Thinking to Solve Recruiting Problems: An interview with Gavin Martin
By: Cameron Ford and Gavin Martin | December 1, 2015
Columns
It's a shame that A3s are often thought of as being meant to solve manufacturing problems. The reality is they can be used to explore and resolve challenges in any industry or field, including recruiting, as Gavin Martin has seen. Here's his story of using A3 thinking to solve a costly recruitment problem at his organization. More »
Want to Instill A3 Thinking? Teach A3 Behaviors
By: Andrew Quibell | June 25, 2015
Columns
A3 thinking is all about A3 behaviors, says auto-manufacturing veteran Andrew Quibell. "Only by applying a step by step mentality, being tenacious in purpose, and looking for data/facts do you arrive at a root cause you and others can clearly see and believe," he writes. See the story boards Quibell uses to develop A3 thinking behaviors in others. More »
The Hidden Benefit to A3 Thinking
By: José R. Ferro | May 12, 2015
Columns
"A3 thinking helps us think, solve problems, and strategize," writes José Ferro. "But it also helps us calm down, concentrate, and think deeply. It lets the mind flow.  " Read why the latter was so important to one of Ferro's coaching clients, a new CEO who was struggling with his own leadership. More »
Test Your PDCA Thinking By Reading Your A3 Backwards
By: Tracey Richardson | July 11, 2014
Columns
Pretty sure you've got a good A3, but want to test the logic of your thinking? Want some help coaching another person through their A3 thinking? Tracey Richardon shares her wisdom. More »
Create a Real A3, Do More Than Fill In Boxes
By: Tracey Richardson | March 12, 2014
Columns
Is your A3 a piece of paper? or is a document you've created with your team to "share wisdom" with the rest of your organization? Read more from lean coach Tracey Richardson on how to create an effective A3 and why it's so important to understand the A3 as a thinking process, not a tool. More »
Should I use an A3 report to kick off a problem-solving effort?
By: Ballé, Michael | August 1, 2013
Columns; eLetters
Dear Gemba Coach: Should I use an A3 report to kick off a problem? I encourage my managers to tell me about their problems on the shop floor. They always pull something out of the air and say ‘lets work on this.  ..  ’ What I would really like is for them to create some kind of A3 report that explains why this problem is happening. Any advice? More »
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